Tower Company

Trooper Handbook
Rev 1.3 - September 2010

This handbook is based on the US Army Ranger Handbook and is an attempt to capture the espirit-de-corp
of that honored institution. I have deviated from the original in many ways to adapt to a simulation
environment based on squad tactics.

This is a guideline for how Tower Company will conduct airsoft operations. We will update as necessary to
keep it current and reflecting the tactics we employ.

"It is fatal to enter any war without the will to win it."
General Douglas MacArthur

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 Table of Contents
GLOSSARY OF TERMS ............................................................................................................................... 4
Introduction .............................................................................................................................................. 5
Structure and Breakdown ......................................................................................................................... 5
Membership ............................................................................................................................................. 5
Tower Guard ............................................................................................................................................. 5
Discipline .................................................................................................................................................. 6
I. Standing Orders .................................................................................................................................... 6
II. RESPONSIBILITIES ................................................................................................................................. 6
2-1 LEADERSHIP ........................................................................................................................................ 6
2-2 PRINCIPLES ......................................................................................................................................... 7
2-3 DUTIES, RESPONSIBILITIES, AND ACTIONS ......................................................................................... 7
Platoon Leader (Patrol Leader)................................................................................................................. 7
Platoon Sergeant ...................................................................................................................................... 8
Squad Leader (Element Leader) Fire Team Leaders ................................................................................. 9
Medic ...................................................................................................................................................... 10
Radio Operator & Technical ................................................................................................................... 10
Forward Observer (Scout) Recon ........................................................................................................... 10
Assaulter ................................................................................................................................................. 11
Heavy Weapons Support ........................................................................................................................ 11
ASSUMPTION OF COMMAND (ALL TROOPERS) ..................................................................................... 11
III. Operations ........................................................................................................................................... 12
COMBAT INTELLIGENCE.......................................................................................................................... 13
IV. Movement .......................................................................................................................................... 14
V. Patrols ................................................................................................................................................. 16
VI. Communications ................................................................................................................................. 19
VII. Appendix .............................................................................................................................................. 20
Operation Order Mission Readiness Sheet ............................................................................................. 21
BALLAHACK FIELD MAP .......................................................................................................................... 22

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 GLOSSARY OF TERMS

Tower Company – A military simulation unit – the company size of two platoons.

Trooper – A member of the Tower Company.

Mission – Any objective, event, or assignment the Tower Company is attempting to achieve.

Platoon – 2 Fire Teams or 2 Elements of 4 to 5 Troopers in each.

Recon – Scout – Reconnaissance or forward observer.

FTL – Fire Team Leader: A designated leader of 3 to 4 Troopers.

PL– Patrol Leader: Leader of a Platoon of two or more fire teams or elements.

OPORD – Operational Orders a detailed breakdown of Company structure and mission.

SITREP – Situation Report – See Communications Chapter, Give a detailed sitrep.

CASEVAC – Casualty Evacuation Plan

ORP – Objective Rally Point – Designated by Mission

ROF – Rate of Fire

PSG – Platoon Sergeant

NCO – Non-Commissioned Officer

FO – Forward Observer

HWS – Heavy Weapon Support

SL – Squad Leader

OP – Objective Point

RO – Radio Operator

SOP – Standard Operating Procedure

FRAGO – Fragmentary Order

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Introduction
The Tower is a culmination of a group of players desire to participate and enjoy the game of airsoft. This
organization is founded on the principles of camaraderie, integrity, and safety. It is our goal to provide a safe
atmosphere that will allow players to grow and learn at a rate that is comfortable for them while still having fun. It is
our intent to form this organization so that players may learn from each other and share in a mutual desire to win
and advance our skill level. Anyone who meets the requirements may join The Tower. All members are expected to
uphold the ideals that The Tower is founded on. The Tower will not only arrange events for playing but will also
arrange training events and other competitions. All members will be equal and given chances to earn awards and
achievements based on attendance and performance.

The name The Tower has been selected for multiple reasons. The primary being that it is the name of our home
base. In order to be a successful organization we must be built like our name. We require a solid foundation to be
built upon. The foundation is our home base and the common desire to have safe and clean fun. The structure and
framework of The Tower is our organization and breakdown. The keystone of our building is the Tower Guard who is
responsible for planning the events and holding the building together. The building blocks of our Tower are the
players. Without you the Tower is nothing but a framework of ideas and principles. It will not hold up against the
simplest of sieges. A well built Tower is built with strong interlocking stones that together form a defensive structure
that can last ages.

A well built Tower will withstand the wearing down of both time and warfare. Our goal is to create a community, to
create The Tower.

Structure and Breakdown

The Tower will be the name given to the airsoft group that will be using Tower of Games in Chesapeake as its home
base. The name is to be used for players who are stationed at that home base. The Tower will be the name assigned
to the highest structure form at a given time for the base known as Tower of Games Chesapeake.

The structure break down will be as follows.

Fire Team 5 Members

Platoon 2 Fire Teams
Company 2-5 Platoons
Battalion 2-6 Companies

The name The Tower will be moved from the company name in the event of the growth reaching sufficient size to
constitute the term of a battalion. At that time the company names will be selected by the active members of the
forces in a general vote.

Membership
To qualify as a member a player must give their word on their honor to uphold the principles of that The Tower has
been founded on. The member must also fill out a personal file and sign a Tower Airsoft Safety Sheet. All members
must also be least 12 years of age. All members are expected to follow all the rules of safe play.

Tower Guard
• The Tower Guard will oversee the operations and day to day running of The Tower. They are akin to a base
commander. The Tower Guard has no field authority during actual missions unless they are the acting field officer.
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• The Tower Guard is responsible for making sure all members and prospective members are treated fairly and
equally.
• The Tower Guard is responsible for making sure all members have signed and filled out their proper forms.
• The Tower Guard is responsible for helping to schedule events. They are responsible to helping to schedule
training events.
• The Tower Guard is responsible to making sure attendance sheets are collected at every event and to run
meetings to discuss how the community is doing.

Discipline
It is The Tower’s goal that our organization be known for playing a fun and clean game. That means all players are
expected to follow all rules and safety procedures at all times. Any players found to not be upholding these ideals of
game play will be held accountable. Any players’ who witness or have issues with another player or member are
encouraged to discuss it with the Tower Guard or to discuss it with the store owners Mike Frantz or Eric Miller. The
Tower reserves the right to remove any member form the rosters that does not uphold the rules and principles.

I. Standing Orders

Each member of the Company will operate under the accepted standing orders as shown below:

Order #1 - We will conduct ourselves with dignity, honor, and integrity. Fair play and good
sportsmanship at all times on or off the field of battle.

Order #2 - We will operate as a team utilizing squad level tactics helping each other to succeed In our
assigned missions and objectives. We will leave no one behind and will adapt our tactics to include each
member of the Company – visitors and regulars.

Order #3 - We will operate safely for Company members as well as outsiders, opposing forces and other
simulators – when in doubt of the safety of an action – do not carry it out.

Order #4 - We will keep our gear in a high state of readiness, preparedness, and carry ourselves with pride,
unit integrity. We will not embarrass our Company or fellow team members.

II. RESPONSIBILITIES

2-1 LEADERSHIP
Leadership is the most essential element of combat power, it gives purpose, direction, and motivation in combat.
The leader balances and maximizes maneuver, firepower, and protection against the enemy. It is important that we
follow our designated leader, squad leader, fire team leader or platoon leader. We must stick together and operate
patiently, efficiently and as one team.

This chapter discusses how he does this by exploring the principles of leadership (BE, KNOW, DO); the duties,
responsibilities, and actions of an effective leader; and the leader's assumption of command as well as the need for
any trooper to be ready to step up and assume command. If at any time our squads, fire teams, or patrols appear to
be leaderless – STEP UP! Announce to the teams, “I HAVE COMMAND, FOLLOW ME!” and accomplish the mission.

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2-2 PRINCIPLES
The principles of leadership are BE, KNOW, and DO.

BE
• Technically and tactically proficient (Learn to move, shoot, and evade)
• Able to accomplish to standard all tasks required for the mission.
• Courageous, committed, and candid.
• A leader with integrity, not a tyrant or egotistical maniac.

KNOW
• The four major factors of leadership and how they affect each other are--
---Led - follow orders, do your best to set the example of a positive follower.
---Leader - Lead others as you can, set the example of a positive leader.
---Situation - Know the situation, our objectives, and the plan to succeed.
---Communications - Communicate constantly. Call out targets, keep everyone informed.

• Know yourself - the strengths and weaknesses in your character, knowledge, and skills. Seek continual self
improvement, that is, develop your strengths and work to overcome your weaknesses. Accept the weaknesses in
others and help your team mates overcome their own.
• Know your element (team members), and look out for their well-being by training them for the rigors of combat,
taking care of their physical and safety needs. Participate – have fun, work together.

Carry your Role and Responsibilities Action Sheet with you into battle. Be prepared to lead!

DO--
• Seek responsibility and take responsibility for your actions; exercise initiative; demonstrate resourcefulness; and
take advantage of opportunities on the battlefield that will lead to you to victory; accept fair criticism, and take
corrective actions for your mistakes.
• Assess situations rapidly, make sound and timely decisions, gather essential information, announce decisions in
time for team members to react, and consider the short- and long-term effects of your decision. COMMUNICATE
EVERYTHING!
• Set the example by serving as a role model for your team mates. Set high but attainable standards; be willing do
what you require of others; and share dangers and hardships with them.
• Keep your subordinates informed to help them make decisions and execute plans within your intent, encourage
initiative, improve teamwork, and enhance morale.
• Develop a sense of responsibility in subordinates by teaching, challenging, and developing them. Delegate to show
you trust them. This makes them want more responsibility.
• Ensure your team mates understand the task; supervise them, and ensure they accomplish it. Elements need to
know what you expect: when and what you want them to do, and to what standard.
• Build the team by training and cross-training your team mates until they are confident in their technical and
tactical abilities. Develop a team spirit that motivates them to go willingly and confidently into combat.
• Know your unit's capabilities and limitations, and employ them accordingly.

2-3 DUTIES, RESPONSIBILITIES, AND ACTIONS

To complete all assigned tasks, every team mate in the patrol must do his job. Each must accomplish his specific
duties and responsibilities and be a part of the team.

Platoon Leader (Patrol Leader)

Tower Guard, volunteer, or Leader in Training may all serve as a platoon leader for a mission. A mission is defined as
an event or series of events where the Company is deployed.

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Platoon leaders lead the patrol. A patrol is a group of elements (teams) deployed at an event to achieve objectives
in support of the mission. All Elements of the Tower Company will consist of paired troopers who will work together
at every stage of a patrol mission.

The Platoon Leader is:

• Responsible for what the patrol does or fails to do. This includes tactical employment, training, administration,
personnel management, and logistics. He does this by planning, making timely decisions, issuing orders, assigning
tasks, and supervising patrol activities.
•He must know his troopers and how to employ the patrol's weapons.
•He is responsible for positioning and employing all assigned or attached crew-served weapons and deployment of
heavy weapons and roles assigned.

• Considers time for execution, movement to the objective, and the planning and preparation phase of the
operation.
• Takes the initiative to accomplish the mission in the absence of orders
• Plans with the help of the platoon sergeant (PSG), Element leaders, and other key personnel (team leaders, FO,
attachment leaders).
• Directs and assists the platoon sergeant in planning and coordinating the patrol's sustainment effort and casualty
evacuation (CASEVAC) plan.
• During planning, receives on-hand status reports from the platoon sergeant and squad leaders.
• Reviews patrol requirements based on the tactical plan.
• Ensures that all-round security is maintained at all times.
• During execution, positions himself where he can influence the most critical task for mission accomplishment;
usually with the main effort, to ensure that his platoon achieves its decisive point.

Platoon Sergeant
The PSG is the senior NCO in the patrol and second in succession of command. He helps and advises the patrol
leader, and leads the patrol in the leader's absence.

DUTIES
• Supervises and directs the patrol medic to revive downed elements.
• Maintains patrol status of personnel, weapons, and equipment;
• Monitors the morale, discipline, and health of patrol members.
• Supervises task-organized elements of patrol:
— Security forces during withdrawals.
— Support elements during raids or attacks.
— Security patrols during night attacks.
• Ensures that supplies are distributed in accordance with the patrol leader’s guidance and direction.
• Ensures the casualty evacuation plan is complete and executed properly.
• Ensures that the patrol adheres to the platoon leader’s time schedule.
• Assists the platoon leader in supervising and spot-checking all assigned tasks, and corrects unsatisfactory actions.

ACTIONS DURING MOVEMENT AND HALTS

• Takes actions necessary to facilitate movement.
• Supervises rear security during movement.
• Establishes, supervises, and maintains security during halts.
• Knows unit location.
• Performs additional tasks as required by the patrol leader and assists in every way possible. Focuses on security
and control of patrol.

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ACTIONS AT DANGER AREAS
• Directs positioning of near-side security (usually conducted by the trail squad or team).
• Maintains accountability of personnel.

ACTIONS ON THE OBJECTIVE AREA

• Assists with Objective area occupation.
• Supervises, establishes, and maintains security at the objective area.
• Supervises the final preparation of men, weapons, and equipment in the patrol leader’s guidance.
• Assists the patrol leader in control and security.
• Performs additional tasks assigned by the patrol leader and reports status to platoon leader.

ACTIONS IN THE PATROL BASE

• Assists in patrol base occupation.
• Assist in establishing and adjusting perimeter.
• Enforces security in the patrol base.
• Keeps movement and noise to a minimum.
• Supervises and enforces camouflage.
• Assigns sectors of fire.
• Ensures designated personnel remain alert and equipment is maintained to a high state of readiness.
• Supervises the priority of work and ensures its accomplishment.
— Security plan.
› Ensures crew-served weapons have interlocking sectors of fire.
› Plans based on reality.
— Alert plan.
— Evacuation plan.
— Withdrawal plan.
— Alternate patrol base.
• Performs additional tasks assigned by the patrol leader and assists him in every way possible.

Squad Leader (Element Leader) Fire Team Leaders

SL/FTL is responsible for what the squad or element does or fails to do. He is a tactical leader who leads by example.

DUTIES
• Directs the maintenance of the squad's weapons and equipment.
• Inspects the condition of troopers’ weapons, clothing, and equipment.
• Keeps the PL and PSG informed on status of squad.

ACTIONS THROUGHOUT THE MISSION

• Makes a recommendation to the PL/PSG when problems are observed.
• Delegates priority task to team leaders, and supervises their accomplishment in accordance with squad leader’s
guidance.
• Uses initiative in the absence of orders.
• Follows the PL’s plan and makes recommendations.

ACTIONS DURING MOVEMENT AND HALTS

• Ensures heavy equipment is rotated among members and difficult duties are shared.
• Notifies PL of the status of the squad.
• Maintains proper movement techniques while monitoring pace, spacing and fields of fire.
• Ensures the squad maintains security throughout the movement and at halts.
• Prevents breaks in contact.
• Ensures subordinate leaders are disseminating information, assigning sectors of fire, and checking personnel.
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ACTION IN THE OBJECTIVE AREA
• Ensures special equipment has been prepared for actions at the objective.
• Maintains positive control of squad during the execution of the mission.
• Positions key weapons systems during and after assault on the objective.
• Obtains status reports from team leaders and ensures ammunition is redistributed and reports status to PL.

ACTIONS IN THE PATROL BASE

• Ensures patrol base is occupied according to the plan.
• Ensures that his sector of the patrol base is covered by interlocking fires; makes final adjustments, if necessary.
• Ensures priorities of work are being accomplished, and reports accomplished priorities to the PL and PSG.
• Adheres to time schedule.
• Ensures personnel know the alert and evacuation plans, and the locations of key leaders, OPs, and the alternate
patrol base.

Medic
Assists the PSG in directing aid and litter teams; monitors the health of the platoon, as well as Casualty recovery.

DUTIES
• Revives downed troopers per Squad Leaders instruction.
• Aids the PL or PSG in field hygiene matters. Personally checks the health and physical condition of platoon
members watching for signs of heat exhaustion, poor health, or hydration.
• Carries out other tasks assigned by the PL or PSG.

Radio Operator & Technical

RO’s are responsible for establishing and maintaining communications with higher headquarters and within the
patrol.

DUTIES DURING PLANNING

• Ensures that all frequencies, COMSEC fills, and net IDs, are preset in
squad/platoon radios.
• Informs SL and PL of changes to call signs, frequencies, challenge and password
• Ensures the proper function of all radios and troubleshoots and reports deficiencies to higher.

DUTIES DURING EXECUTION

• Serves as en route recorder during all phases of the mission.

Forward Observer (Scout) Recon

FO works for the PL. and serves as the eyes of the squad. FO is mainly responsible for locating targets, and for calling
for and adjusting movement routes to and from objectives. FO knows the terrain where the platoon is operating;
knows the tactical situation. FO knows the mission, the concept, and the unit’s scheme of maneuver and priority of
fires.

DUTIES DURING PLANNING

• Selects targets to support the platoon’s mission based on the company OPORD, platoon leader’s guidance, and
analysis of other factors.
• Prepares and uses situation maps, overlays, and terrain sketches.

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DUTIES DURING EXECUTION
• Selects new targets to support the platoon's mission based on the company OPORD, the platoon leader's guidance,
and an analysis of operational factors.
• Operates as a team with the radio operator.
• Selects objective points.
• Maintains communications at all times
•Supports the squad with sniper fire at key positions per the SL.

Assaulter
The Assaulter is the basic trooper of the company. Armed with a Semi/Full weapon the Assaulter is the primary
offensive member of the team. You will be advancing with your fire team and following your Fire Team or Squad
Leaders directions.

DUTIES DURING EXECUTION

•Combine fire with your wingman on targets of opportunity as you advance.
•Assist in moving casualties to the medic staging point.
•Follow orders to achieve the mission objectives.
•Assume command of your element in the absence of leadership.
•Stay with your element at all times and do not fall behind or go off on your own.

Heavy Weapons Support

The HWS is usually assigned an M249 or equivalent for support of all fire team operations. ROF, Large Ammo
Reserves, should be available to this role. Your job is to lay down covering fire in corridors ahead of or in support of
movement or defensive positions for your squad or element.

DUTIES DURING EXECUTION

•Deploy heavy weapon per squad leader or FTL direction.
•Cover corridors or fire lanes firing short controllable bursts at enemy positions to keep them pinned while allied
elements advance.

ASSUMPTION OF COMMAND (ALL TROOPERS)

Any platoon/squad member might have to take command of his element in an emergency, so every trooper must be
prepared to do so. During an assumption of command, situation permitting, the trooper assuming command
accomplishes the following tasks (not necessarily in this order):

• INFORMS the unit’s subordinate leaders of the command and notifies higher.
• CHECKS security.
• CHECKS crew-served weapons.
• PINPOINTS location.
• COORDINATES and CHECKS equipment.
• CHECKS personnel status.
• REORGANIZES as needed, maintaining unit integrity when possible.
• MAINTAINS noise and light discipline.
• CONTINUES patrol base activities, especially security, if assuming command in a patrol base.
• RECONNOITERS or, at the least, conducts a map reconnaissance.
• FINALIZES plan.
• EXECUTES the mission.

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III. Operations

This chapter provides techniques and procedures used by Infantry platoons and squads throughout the planning and
execution phases of tactical operations. Specifically, it discusses the troop-leading procedures, combat intelligence,
combat orders, and planning techniques and tools needed to prepare a platoon to fight. These topics are time
sensitive and apply to all combat operations. When they have time, leaders can plan and prepare in depth. If they
have less time, they must rely on previously rehearsed actions, battle drills, and standing operating procedures
(SOPs).

TROOP-LEADING PROCEDURES
Troop leading procedures comprise the following steps. They are what a leader does to prepare his unit to
accomplish a tactical mission. The TLP starts when the leader is alerted for a mission or receives a change or new
mission.

He can perform Steps 3 through 8 in any order, or at the same time.

1. Receive the mission.

2. Issue a warning order.
3. Make a tentative plan.
4. Initiate movement.
5. Reconnoiter.
6. Complete the plan.
7. Issue the complete order.
8. Supervise.

STEP 1--RECEIVE THE MISSION. The leader may receive the mission in a warning order, an operation order (OPORD),
or a fragmentary order (FRAGO). He should use no more than one third of the available time for his own planning
and for issuing his OPORD. The remaining two thirds is for subordinates to plan and prepare for the operation.
Leaders should also consider other factors such as available daylight and travel time to and from orders and
rehearsals.

STEP 2--ISSUE A WARNING ORDER. The leader provides initial instructions in a warning order. The warning order
contains enough information to begin preparation as soon as possible. The warning order mirrors the five-paragraph
OPORD format.
A warning order may include--
• The mission or nature of the operation (mission statement).
• Time and place for issuance of the operation (coordinating instructions).
• Who is participating in the operation (coordinating instructions).
• Time of the operation (timeline).

STEP 3--MAKE A TENTATIVE PLAN. The leader develops an estimate of the situation, which he will use as the basis
for his tentative plan. This set of actions is referred to as the leader's mission analysis:
(1) Conduct a detailed mission analysis.
(a) Concept and Intent. Higher commanders' concept and intent two levels up. This information is found in
paragraph
(b) Unit Tasks. Tasks that are clearly stated in the order (Specified Tasks) or tasks that become apparent as
the OPORD is analyzed (Implied Tasks).
(c) Unit Limitations. The leader next determines all control measures or instructions in the OPORD that
restrict his freedom of action; these are called limitations. In every operation, there are some limitations on the unit.

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 (d) Mission-Essential Task(s). After reviewing all the above factors, the leader identifies his mission-essential
task(s). Failure to accomplish a mission-essential task results in the unit's failure to accomplish its primary purpose
for that operation. The mission essential task should be found in the maneuver paragraph.
(e) Restated Mission. The restated mission statement becomes the focus for the remainder of the estimate
process. This is a clear, concise statement of the mission essential task(s) to be accomplished by the unit and the
purpose to be achieved. The mission statement will state WHO, WHAT (the task), WHEN (the critical time), WHERE
(usually a grid coordinate), and WHY (the purpose the unit must achieve).

STEP 4--START NECESSARY MOVEMENT. The unit may need to begin movement while the leader is still planning or
forward reconnoitering. This step may occur anytime during the TLP.

STEP 5--RECONNOITER. If time allows, the leader makes a personal reconnaissance. When time does not allow, the
leader must make a map or aerial photo reconnaissance. Sometimes the leader must rely on others, such as scouts,
to conduct the reconnaissance.

STEP 6--COMPLETE THE PLAN. The leader completes his plan based on the reconnaissance and any changes in the
situation.

STEP 7--ISSUE THE COMPLETE ORDER. Platoon and squad leaders normally issue oral operations orders to aid
subordinates in understanding the concept of the mission. Leaders may require subordinates to repeat part of the
order, demonstrate it on a terrain model, or sketch their understanding of the operation. Leaders should also quiz
their troopers to ensure that all troopers understand the mission.

STEP 8--SUPERVISE AND REFINE. The leader supervises the unit's preparation for combat by conducting rehearsals
and inspections.

COMBAT INTELLIGENCE.
Gathering information is one of the most important aspects of conducting patrolling operations. The following
details what information to collect and how to report it:

Reports. All information must be quickly, completely, and accurately reported. Use the SALUTE report format for
reporting and recording information.
SIZE – Seven enemy personnel
ACTIVITY – Traveling SW
LOCATION – GA123456
UNIT/UNIFORM – OD uniforms with red six-point star on left shoulder
TIME – 210200JAN99
EQUIPMENT – Carry one machine gun and one rocket launcher

Field Sketches. Try to include a sketch with each report. Include only any aspects of military importance such as
targets, objectives, obstacles, sector limits, or troop dispositions and locations (use symbols from FM 1-02). Use
notes to explain the drawing, but they should not clutter the sketch.

Captured Documents. The leader collects documents and turns them in with his reports. He marks each document
with the time and place of capture.

Prisoners. If prisoners are captured during a patrolling operation, they should be treated IAW the Geneva
Convention and handled by the 5-S rule:
(1) Search
(2) Silence
(3) Segregate
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(4) Safeguard
(5) Speed to rear

Debriefs. Immediately upon return from a mission, the unit is debriefed. The intelligence officer will generally have
a unit-specific format for debriefing a patrol.

IV. Movement

To survive on the battlefield, stealth, dispersion, and security must be enforced in all tactical movements. The leader
must be skilled in all movement techniques.

4-1. FORMATIONS. Movement formations are comprised of elements and Soldiers in relation to each other. Fire
teams, squads and platoons use several movement formations. Formations provide the leader control based on
analysis. Leaders position themselves where they can best command and control formations.

The formations below allow the fire team leader to lead by example, “Follow me, and do as I do.” All Soldiers in the
team must be able to see their leader.

The formations shown reflect fire team formations. Squad formations are very similar with more Soldiers. Squads
can operate in lines and files similar to fire teams. When squads operate in wedges or in echelon, the fire teams use
those formations and simply arrange themselves in column or one team behind the other.

Squads may also use the vee, with one team forming the lines of the vee, and the SL at the apex for command and
control. Platoons work on the same basic formations as the Squads. When operating as a platoon, the platoon
leader must carefully select the location for his machine guns in the movement formation.

a. Techniques. A movement technique is the method a unit uses to traverse terrain. There are three movement
techniques: traveling, traveling overwatch, and bounding overwatch.

The selection of a movement technique is based on the likelihood of enemy contact and the need for speed. Factors
to consider for each technique are control, dispersion, speed, and security. Movement techniques are not fixed
formations. They refer to the distances between Soldiers, teams, and squads that vary based on planning.
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Soldiers must be able to see their fire team leaders. The platoon leader should be able to see his lead squad leader.
Leaders control movement with hand-and-arm signals and use radios only when needed.

b. Standards.
(1) Unit moves on designated route or arrives at specified location in accordance with OPORD maintaining
accountability of all assigned/attached personnel.
(2) Unit maintains 360 degree security and remains 100% alert during movement.
(3) Unit maintains 360 degree security and a minimum of 75% security during halts.
(4) If contact with the enemy is made, it is made with the smallest element possible.
(5) Control measures are used during movement such as head counts, rally points, or phase lines.

c. Fundamentals.

(1) Land Navigation. Mission accomplishment depends on successful land navigation. The patrol should use
stealth and vigilance to avoid chance contact. Designate a primary and alternate compass and pace man per patrol.

Note: The point man will not be tasked to perform compass or pace duties. The point man’s sole
responsibility is forward security for the element.

(2) Avoidance of Detection. Patrols must use stealth, and use the cover and concealment of the terrain to its
maximum advantage. Whenever possible, move during limited visibility in order to maximize technological
advantages gained by night vision devices and to hinder the enemy’s ability to detect the patrol. Exploit the enemy’s
weaknesses, and attempt to time movements to coincide with other operations that distract the enemy. The enemy
threat and terrain determines which of the three movement techniques will be used:

(a) Fire teams maintain visual contact, but the distance between them is such that the entire patrol does not
become engaged if contact is made. Fire teams can spread their formations as necessary to gain better observation
to the flanks. Although widely spaced, men retain their relative position in their wedge and follow their team leader.
Only in extreme situations should the file be used.
(b) The lead squad must secure the front along with assuming responsibility for navigation. For a long
movement, the PL may rotate the lead squad responsibilities. The fire team/squad in the rear is charged with rear
security.
(c) Vary movement techniques to meet the changing situation.
(d) With the exception of fire team leaders, leaders move inside their formations where they can maintain
the best control.

(3) Security. The patrol must use both active and passive security measures constantly. Assign subunits
responsibility for security at danger areas, patrol bases, and most importantly in the objective area.

d. Movement Techniques.
(1) The traveling technique is used when enemy contact is not likely but speed is necessary.
(2) The traveling overwatch technique is used when enemy contact is possible.
(3) The bounding overwatch technique is used when enemy contact is likely, or when crossing a danger area.

e. Traveling. In the traveling technique, the distance between individuals is about 10 meters with 20 meters
between squads.
It has the following characteristics:
(1) More control than traveling overwatch but less than bounding overwatch.
(2) Minimum dispersion.
(3) Maximum speed.
(4) Minimum security.
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f. Traveling Overwatch. The traveling overwatch technique is the basic movement technique. The distance between
individuals is about 20 meters, between teams about 50 meters.
(1) In platoon traveling overwatch, the lead squad must be far enough ahead of the rest of the platoon to
detect or engage any enemy before the enemy observes or fires on the main body. However, it must be close
enough to be supported by the platoon’s small arm’s fires. This is normally between 50 to 100 meters, depending on
terrain, vegetation, and light and weather conditions.
(2) In a column formation, only the lead squad should use the traveling overwatch; however, if greater
dispersion is desired, all squads may use it.
(3) In other formations, all squads use traveling overwatch unless the platoon leader specifies otherwise.
(4) Traveling overwatch has the following characteristics:
• Good control.
• Good dispersion.
• Good speed.
• Good security forward.

g. Bounding Overwatch. In the bounding overwatch technique, the distance between men remains about 20
meters. The distance between teams and squads varies.
(1) The squad or platoon has a bounding element and an overwatch element. The bounding element moves
while the overwatch element occupies an overwatch position that can cover the route of the bounding element by
fire. Each bound is within supporting range of the overwatch element.
(2) There are two types of bounding, successive and alternating (Figure 4-2). Successive is nothing more
than one squad moving to a position, then the overwatching squad moving to a position generally online with the
first squad. Alternating bounding is when one squad moves into position, then the overwatching squad moves to a
position in front of the first squad.

V. Patrols

Infantry platoons and squads primarily conduct two types of patrols: reconnaissance and combat. This chapter
describes the principles of patrolling, planning considerations, types of patrols, supporting tasks, patrol base, and
movement to contact. In this chapter, the terms "element" and "team" refer to the squads, fire teams, or buddy
teams that perform the tasks as described.

5-1. PRINCIPLES. All patrols are governed by five principles:

a. Planning. Quickly make a simple plan and effectively communicate it to the lowest level. A great plan that takes
forever to complete and is poorly disseminated isn’t a great plan. Plan and prepare to a realistic standard and
rehearse everything.

b. Reconnaissance. Your responsibility as a Platoon leader is to confirm what you think you know, and to learn that
which you do not already know.

c. Security. Preserve your force as a whole. Every trooper and every rifle counts; anyone could be the difference
between victory and defeat.

d. Control. Clear understanding of the concept of the operation and commander’s intent, coupled with disciplined
communications, to bring every man and weapon available to overwhelm the enemy at the decisive point.

e. Common Sense. Use all available information and good judgment to make sound, timely decisions.
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5-2. PLANNING. This paragraph provides the planning considerations common to most patrols. It discusses task
organization, initial planning and coordination, completion of the plan, and contingency planning.

a. Task Organization. A patrol is a mission, not an organization. To accomplish the patrolling mission, a platoon or
squad must perform specific tasks, for example, secure itself, cross danger areas, recon the patrol objective, breach,
support, or assault. As with other missions, the leader tasks elements of his unit in accordance with his estimate of
the situation, identifying those tasks his unit must perform and designating which elements of his unit will perform
which tasks. Where possible, in assigning tasks, the leader should maintain squad and fire team integrity. The chain
of command continues to lead its elements during a patrol. Squads and fire teams may perform more than one task
in an assigned sequence; others may perform only one task. The leader must plan carefully to ensure that he has
identified and assigned all required tasks in the most efficient way. Elements and teams for platoons conducting
patrols include--
(1) Elements common to all patrols:

(a) Headquarters Element. The headquarters consists of the platoon leader (PL), FO, and medic. It may include any
attachments that the PL decides that he or the PSG must control directly.

(b) Aid and Litter Team. Aid and litter teams are responsible for buddy aid and evacuation of casualties.

(c) Surveillance Team. The surveillance team keeps watch on the objective from the time that the leader’s
reconnaissance ends until the unit deploys for actions on the objective. They then rejoin their parent element.

(d) Compass Man. The compass man assists in navigation by ensuring the patrol remains on course at all times.
Instructions to the compass man must include initial and subsequent azimuths. As a technique, the compass man
should preset his compass on the initial azimuth before the unit moves out, especially if the move will be during
limited visibility conditions. The platoon or squad leader should also designate an alternate compass man.

(e) Point/Pace Man. As required, the PL designates a primary and alternate point man and a pace man for the patrol.
The pace man aids in navigation by keeping an accurate count of distance traveled. The point man selects the actual
route through the terrain, guided by the compass man or team leader. In addition, the point man also provides
frontal security.

(2) Elements common to all combat patrols:

(a) Assault Element. The assault element seizes and secures the objective and protects special teams as they
complete their assigned actions on the objective.

(b) Security Element. The security element provides security at danger areas, secures the ORP, isolates the objective,
and supports the withdrawal of the rest of the patrol once actions on the objective are complete. The security
element may have separate security teams, each with an assigned task or sequence of tasks.

(c) Support Element. The support element provides direct and indirect fire support for the unit. Direct fires include
machine guns, medium and light anti-armor weapons, small recoilless rifles. Indirect fires available may include
mortars, artillery, and organic M203 weapon systems.

(d) Demolition Team. Demolition teams are responsible for preparing and detonating the charges to destroy
designated equipment, vehicles, or facilities on the objective.

(e) EPW and Search Teams. The assault element may provide two-man (buddy teams) or four-man (fire team) search
teams to search bunkers, buildings, or tunnels on the objective. These teams will search the objective or kill zone for
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any intel that may give the PL an idea of the enemy concept for future operations. Primary and alternate teams may
be assigned to ensure enough prepared personnel are available on the objective.

(f) Breach Element. The breach team conducts initial penetration of enemy obstacles to seize a foothold and allow
the patrol to enter an objective

(3) Elements common to all reconnaissance patrols:

(a) Reconnaissance Team. Reconnaissance teams reconnoiter the objective area once the security teams are in
position. Normally these are two-man teams (buddy teams) to reduce the possibility of detection.

(b) Reconnaissance and Security Teams. R&S teams are normally used in a zone reconnaissance, but may be useful in
any situation when it is impractical to separate the responsibilities for reconnaissance and security.

(c) Security Element. When the responsibilities of reconnaissance and security are separate, the security element
provides security at danger areas, secures the ORP, isolates the objective, and supports the withdrawal of the rest of
the platoon once the recon is complete. The security element may have separate security teams, each with an
assigned task or sequence of tasks.

(4) Signals. The leader should consider the use of special signals. These include hand-and-arm signals, flares, voice,
whistles, radios, and infrared equipment. Primary and alternate signals must be identified and rehearsed so that all
Soldiers know their meaning.

(5) Challenge and Password Forward of Friendly Lines.

(a) Odd-Number System. The leader specifies an odd number. The challenge can be any number less than the
specified number. The password will be the number that must be added to it to equal the specified number, for
example, the number is 7, the challenge is 3, and the password is 4.

(b) Running Password. Leaders may also designate a running password. This code word alerts a unit that friendly
Soldiers are approaching in a less than organized manner and possibly under pressure. The number of Soldiers
approaching follows the running password. For example, if the running password is “Ranger," and five friendly
Soldiers are approaching, they would say “Ranger five."

(6) Rally Points. The leader considers the use and location of rally points. A rally point is a place designated by the
leader where the unit moves to reassemble and reorganize if it becomes dispersed. Soldiers must know which rally
point to move to at each phase of the patrol mission should they become separated from the unit. They must also
know what actions are required there and how long they are to wait at each rally point before moving to another.

(a) Criteria. Rally points must be--

• Easily identifiable in daylight and limited visibility.
• Show no signs of recent enemy activity.
• Covered and concealed.
• Away from natural lines of drift and high-speed avenues of approach.
• Defendable for short periods of time.

(b) Types. The most common types of rally points are initial, en route, objective, and near-and-far-side rally points.

(7) Objective Rally Point. The ORP is typically 100 to 200m from the objective, or at a minimum, one major terrain
feature away. Actions at the ORP include--
• Conduct reconnaissance and prepare to engage objective.
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• Making final preparations before continuing operations, for example, recamouflaging, preparing demolitions,
lining up rucksacks for quick recovery. Preparing EPW bindings, first aid kits, litters, and inspecting weapons.
• Accounting for Soldiers and equipment after actions at the objective are complete.
• Reestablishing the chain of command after actions at the objective are complete.
• Disseminating information from reconnaissance, if contact was not made.

(8) Actions on the objective. Each type of patrol requires different actions on the objective. Actions on the objective
are discussed under each type of patrol.

5-3. RECONNAISSANCE PATROLS. Recon patrols are one of the two types of patrols. They provide timely and
accurate information on the enemy and terrain. They confirm the leader’s plan before it is executed. Units on
reconnaissance operations collect specific information (priority intelligence requirements [PIR]) or general
information (information requirements [IR]) based on the instructions from their higher commander. The two types
of recon patrols discussed here are area and zone. This section discusses the fundamentals of reconnaissance, task
standards for the two most common types of recon, and actions on the objective for those types of recon.

a. Fundamentals of Reconnaissance. In order to have a successful area reconnaissance, the platoon leader must
apply the fundamentals of the reconnaissance to his plan during the conduct of the operation.

(1) Gain all required information. The parent unit tells the patrol leader (PL) what information is required. This is in
the form of the IR and PIR. The platoon’s mission is then tailored to what information is required. During the entire
patrol, members must continuously gain and exchange all information gathered, but cannot consider the mission
accomplished unless all PIR has been gathered.

(2) Avoid detection by the enemy. A patrol must not let the enemy know that it is in the objective area. If the enemy
knows he is being observed, he may move, change his plans, or increase his security measures. Methods of avoiding
detection are--
(a) Minimize movement in the objective area (area reconnaissance).
(b) Move no closer to the enemy than necessary.
(c) If possible, use long-range surveillance or night vision devices.
(d) Camouflage, stealth, noise, and light discipline.
(e) Minimize radio traffic.

(3) Employ security measures. A patrol must be able to break contact and return to the friendly unit with what
information is gathered. If necessary, break contact and continue the mission. Security elements are emplaced so
that they can overwatch the reconnaissance elements and suppress the enemy so the reconnaissance element can
break contact.

VI. Communications

Communication will be by hand signal or radio communications. Troopers are expected to keep their Fire Team
Leaders, Platoon Sergeants, or Platoon Leader in sight and to respond to direction while in the field.

Radio Communication Procedures:

Initiating Communication
When you call another person on the radio, clearly and politely identify the recipient and yourself. For example,
"Bravo423, this is Echo5Charlie."

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Brevity
Radio communication should be short, concise and understandable. Deliver all messages briefly in consideration
of others on the network. If you have a long message, use the word "break" between ideas in case the other person
needs to interject. This consideration also allows the recipient to record your message on paper if necessary.

Concluding Communication
When you are finished delivering your message, signify your message is complete by saying "over" to let the
recipient know your delivery is complete. After the entire exchange is complete on both ends, say "over and out."
This also informs others that the network is free for use.

Interruption
If an additional party on the network needs to interrupt a message, he should use the words "break, break,
break." Breaking in during general communication is considered impolite, but emergency information (such as a
medical emergency) always necessitates an interruption.

Expert Insight
When using radio communication in the military, never use the terms "repeat" in general discourse, as this term
may be misconstrued as a military action. Always use "say again" to ask the recipient to relay his message again.

Vocabulary
According to the Regents of the University of California, the FCC (Federal Communications Commission) monitors
the use of profanity on public radio waves. (It is illegal to use profanity on the radio.) Use clear vocabulary such as
"affirmative" and "negative" to avoid miscommunication.

VII. Appendix

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OPORD-1

Operation Order Mission Readiness Sheet

Date:__________________________________ _____________________________________

Mission Field:_________________________________________________________________

1st Platoon Roll Call 2nd Platoon Roll Call

__________________________________(PL) (PL)_________________________________

__________________________________(A) (B)_________________________________

__________________________________ _________________________________

__________________________________ _________________________________

__________________________________ _________________________________

__________________________________ (C) (D) _________________________________

__________________________________ _________________________________

__________________________________ _________________________________

__________________________________ _________________________________

__________________________________ _________________________________

Challenge Code: _________________________________________________________

Medics: ___________________________________________________________

Comm Frequencies: ______________________________________________________

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BALLAHACK FIELD MAP

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